Thiago Takata

Key Skills and Accomplishments: Upskilling Program Architect - Spearheaded an upskilling initiative across the company, focusing on Power BI and Power Automate. - Designed comprehensive training programs, workshops, and resources. - Empowered colleagues at all levels to harness the power of these tools, turning data into actionable insights and automating critical processes. Digital Transformation Enabler - Collaborated with business leaders to align technology initiatives with our corporate vision. - Translated business requirements into technical solutions. - Identified opportunities for automation, streamlining workflows, and reducing manual effort using Power BI and Power Automate. Benchmark for Affiliates - Our upskilling program became a benchmark for other affiliates within our global network. - Regularly shared insights, success stories, and lessons learned with affiliate teams, fostering a culture of continuous improvement. Cross-Functional Collaboration - Worked closely with business units and external partners. - Facilitated collaboration, ensuring seamless integration of technology solutions. - Championed adoption of new tools, fostering a tech-savvy mindset across departments. Data-Driven Decision Support - Leveraged Power BI to analyze complex datasets, providing actionable insights to leadership. - Used Power Automate to create efficient, error-free processes, from procurement to reporting. Project Management Excellence - Managed end-to-end project lifecycles, from scoping to implementation. - Ensured projects were delivered on time and within budget. - Proactively identified risks and devised mitigation strategies. Continuous Improvement Advocate - Instilled a mindset of continuous improvement (Kaizen). - Encouraged teams to explore new tools, refine processes, and embrace change.

Strategic Data Transformation: I engaged with business leaders and users to uncover data-driven opportunities. Translated insights into actionable changes that enhanced efficiency and drove value across products, services, software, and hardware. Automation Architect: I collaborated with the business to identify which processes could be automated. Seamlessly integrated these automated solutions with other business and technical workflows, streamlining operations. Digital Toolsmith: I crafted innovative digital tools using the Power Platform suite (Power Automate, Power Apps, Power BI, SharePoint). These tools empowered our organization by solving real-world business challenges. Client Relationship Steward: I cultivated and nurtured strong client relationships. Provided expert advice, ensuring client satisfaction and long-term partnerships. Agile Project Navigator: I juggled multiple requests, adapted to evolving priorities, and thrived in high-paced project environments. Collaborated closely with consultants to achieve project success. Project Governance Guru: I contributed to project planning by providing valuable input on schedules, risks, scope, and budgets. My insights shaped successful project outcomes. Process Architect: I defined and optimized internal processes—whether it was project prioritization, capacity management, or maintaining a robust project portfolio. My expertise ensured efficient team capabilities.

● Led a multidisciplinary agile team of 8 people, in a client with more than 50,000 employees, from the discovery and conception stage, to the final delivery of the digital product; ● Used data analysis knowledge to refute some hypotheses and confirm others, proving through data the reasons for the decisions taken; ● Encouraged and guided the team in the daily practice of continuous improvement. Through metrics analysis, implemented improvements in the team's processes; ● Organized and led the team's Agile rites, training successors so that they could execute and improve them independently; ● The delivered digital product generated additional revenue of R$6 MM/year for the customer; ● Implemented dashboards to measure the stages of the customer journey and the real effectiveness of the product, in order to make adjustments according to the data. ● Agile and Lean Digital: metrics, PDCA, continuous improvement ● Tools: Jira, Miro, Excel (advanced)

● Coordinated the CRM team, performing data cleaning work and metrifying the interactions of the sales teams with the doctors; ● Coordinated the sales effectiveness team, performing market analysis based on audit data, bringing a strategic vision to the sales and marketing teams; ● Implemented the PowerBI tool to replace the spreadsheets and reports provided to the Sales and Marketing teams; ● Created deep and detailed analysis, easy to use, and with great visual appeal, making one of the dashboards created become the most accessed of all (+1500 views per month) in less than 30 days; ● Led a team of 3 analysts, training them in the use of PowerBI and the concepts of Data Visualization; ● Generated insights for the top Sales and Marketing leadership, through the analysis of collected data and created dashboards, supporting strategic decision-making; ● Implemented the use of the Kanban method in my team, giving visibility of the work performed and increasing the throughput of the team. The method became benchmarking and was applied to 3 other teams; ● Automated repetitive processes through the use of the Power Automate and Knime tool, improving team productivity and spending on low value-added activities.

● Reduced operating fixed costs by US$ 700 thousand per year through a 6-Sigma project in the Supply Chain department; ● As leader of the Continuous Improvement Committee, implemented the use of Lean practices in several areas of manufacturing, such as: control towers (daily quick meetings, at the beginning of the day), gemba walks, obeya rooms; ● Supervised and coached the Green Belt employees in their projects, helping to apply a robust 5S and SMED (Quick Parts Changeover) system in the manufacturing packaging lines, reducing waste with time, material, waiting and movement. Estimated savings of R$ 150 thousand / year; ● Achieved solid and consistent results in the continuous improvement agenda, with operational cost reductions of approximately US$ 1 MM per year, every year; ● Reorganized the way continuous improvement was seen at the Brazilian branch, bringing concepts from the Toyota Production System to day-to-day, organizing benchmarking visits at Toyota do Brasil and Nestlé for all manufacturing managers and coordinators; ● Established the manufacturing project management office (PMO), creating a robust process to support and monitor more than 100 Brazilian manufacturing projects, in addition to training new project managers, disseminating knowledge in the area; ● Established the practice of daily management, with relevant metrics tables for each department, helping teams to detect bottlenecks and problems that should be solved immediately, in addition to connecting to the help chain and proactive communication with area managers; ● Led the status reports and results presentations of all Lean and 6-Sigma projects from the Brazilian branch to the US headquarters, serving as a focal point; ● Managed for 2 years the technology transfer and production capacity for factories in other countries.

● Coordinated the implementation of strategic multidisciplinary projects for the company, such as drug traceability, acquisition of new equipment for packaging lines, deploy of the entire property security system; ● Joined the global traceability team, residing in the USA (Indianapolis, IN), with the mission of absorbing the knowledge and replicating it after my return to Brazil; ● Implemented the rollout of the incident, service and problem catalog (ServiceNow) system, acting as a focal point for the international team that led the implementation; ● Implemented the automation system for monitoring and alarming equipment and ventilation systems, among other manufacturing IT systems; ● Worked as a system custodian (specialist) for the documentation storage system and signature workflows, a critical system for manufacturing; ● Developed templates and standards for project management artifacts, such as status reports, risk worksheets, prioritization worksheets, raising the maturity level of the project management area, and being used as a reference for other departments.

Achievements, strengths and responsibilities: • Wealth Services Management system improvement: upgrading technology for publishing and downloading files by using the IBM Content Manager tool; • Suitability Project: implementation of system that creates a profile for investors based on risks; • Responsible for creating technical documents regarding requirements, technical and functional specifications; • Technologies used: o SQL (programming) o SQL Server 2005 o IBM DB2 o HTML o C# (programming) • Responsible for the update of the company’s message catalog every 6 months. This catalog is a standard for all the banks in Brazil, so they may operate with each other; • Responsible for keeping the message system running (technical support: changes and problems resolution); - Technology update for the message system: a Project that would change the entire environment was being implemented (beta tests) when the company Itaú acquired Unibanco.

My role involved leading a small team of programmers, coordinating the implementation of the web pages according to the technical specifications. I was resposible for writing the project technical documentation. Responsibilities: • Create technical specifications for the new British Telecom’s Cash Management system; • Web pages development using VB.NET technology; • Views and stored procedures development using SQL Server technology; • Stored procedures improvements using Oracle database (PL/SQL); • Planning and follow-up for the programmers team’s deliverables; • Users support.

Achievements and responsibilities: • ABN Amro Bank new tool development, using Java Swing technology; • Web pages development for modules of the company’s financial system (called Senior Banking Solution, which is used in the Brazilian biggest banks); • Technologies used: o Java Swing with Net Beans; o SQL (programming); o C# and ASP.NET (programming);

• Web pages development for modules of the company’s financial system (called Senior Banking Solution, which is used in the Brazilian biggest banks); • Technologies used: o VB.NET and HTML (programming); o SQL (programming); o C# and ASP.NET (programming);

Stanford Advanced Project Management